Episode Transcript
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Speaker 1 (00:00):
all right, fellows,
welcome back in to another
episode of the higher up podcast.
We are here for episode 25,that's quarter, 15 episodes.
Speaker 2 (00:24):
Of us 10.
Speaker 1 (00:26):
Yeah, 15 episodes
with Brady since he joined us.
Has it been 15 already?
Yeah, yeah, wow, because we did10 with just Benji and myself.
That's right, and then theseother.
We're at 25 now, so these other15s are your seat.
I'm here for math, okay, easymath.
Speaker 3 (00:42):
You learned that on
the last episode.
I know that's not true.
Speaker 1 (00:45):
I know that's not
true.
Speaker 3 (00:46):
I learned it on data
drives decisions, so hey,
speaking of data, adam, we had acouple of folks text in this
past week and one of them like acomment someone made about the
data drives decisions episode,if you haven't listened.
But they said data doesn'talways keep you from making bad
(01:10):
decisions, but it definitely canhelp you make better decisions.
They thought that quote in thatepisode was really good.
Yeah, I like that.
Here's one to think about,brady, this is a really good one
.
Someone else said does theclock stop when a customer pays?
That could apply to anybusiness out there.
That could apply to anybusiness out there.
You know some people.
How do you turn a customer forlife?
That might be an episode tocome in the future.
(01:30):
I think so.
I like it.
Speaker 1 (01:32):
Look.
From somebody that used to do alot of your quality assurance,
I would say the clock does notstop just because it's over.
That's just me.
Speaker 3 (01:40):
Well, yeah, I mean
again hey, you know what we're
not going to get into that Imean again.
Speaker 1 (01:46):
Hey, you know what
we're going to get into it it
needs to be an episode.
Speaker 2 (01:47):
Write that down.
How about a little bit of ateaser?
Okay, cause this is somethingwe've been talking about here
recently.
There is a difference betweensales and marketing.
There is yes, so just we'llkeep that on hold and maybe
there's a an episode coming outabout that at some point in the
near future.
Speaker 1 (02:03):
Yeah, yeah, that
would be great to share, because
we've had many conversationsabout is that, true?
Well, so today, just to getinto, we are doing part two of
core values.
So you two really spent a lotof time in our last episode
setting things up for us, justexplaining how you went from
having I think it was close to20 core values.
(02:26):
It was 22, adam, it was 22.
So I knew it was right there.
But you went from having 22 corevalues and you've really
trimmed those down to what younow feel like is, hey, this is
who we are, and we talked abouthow it was a process.
It's not an overnight thing.
It takes teamwork, it takesyour team giving real valuable
(02:49):
input to get to that.
So what we want to do today iskind of jump into those and we
want to share and let Benji andBrady share with our listeners
what are those core values thatyou basically honed in on, like,
hey, this is team Wilson, thisis who we are, this is who we
believe our customers should seeus as and our team should see
us as.
So let's, let's dive right intothat If you, if you will share,
(03:13):
share what those new corevalues are, and then I would
love if you would share with ourlisteners a little bit about
you know, a real quick elevatorpitch why each of those core
values.
Speaker 2 (03:24):
Yeah, so yeah, and to
go back, I mean yeah, we
started with 22 several yearsago, pared it down to 10.
And then, as you guys may haveremembered from our last episode
which came out of one of ourleadership meetings, is that we
took those 10 and came up withseven.
And so here are the seven.
But before I tell you that is,the old core values that we had
(03:48):
were not in order, except fornumber one.
Okay, and you'll see why herein a minute.
Of course, our first core value, new one, is the same pretty
much, but these actually followsomewhat of a progression.
So our new core values arenumber one we honor God.
Number one, number one, and wetry to make these just real
(04:13):
quick hits right.
Number two is people first.
Number three is extremeownership, excuse me.
Number four is pursueexcellence.
Number five is relentlessexecution.
Number four is pursueexcellence.
(04:37):
Number five is relentlessexecution.
Number six, which may soundfamiliar, is data wins.
Okay, used to be data drivesdecisions, but lot of detail
behind these.
And what we did is we puttogether a document for our team
that says okay, here's the corevalue, what does this core
value mean?
And then how can you live thatout every single day?
Speaker 3 (04:54):
And to Brady.
The reason why we and we'llprobably get into this a little
bit deeper in the episode butthe reason why they're in this
exact order, adam, is exactlywhat you said a second ago.
Obviously, we've always hadhonor God, or something like
that, at our number one.
Okay, honor God.
But if you think of the lifecycle of anything that you do in
(05:15):
business, okay, right after God, it takes people to make this
happen.
In any business, it's still ahuman element.
Okay, even with Tesla, theystill have people.
Not all robots that do this workRight, so you have to have
people.
And then, and then, right afterpeople, the people have to have
ownership, take extremeownership with that, whether
(05:37):
you're making food, whetheryou're doing a service business,
whether you're at churchserving people on that, and then
pursue excellence after you ownthat.
Pursue excellence says we'regoing to do this the right way,
the right time, every time.
And then, on top of that,execute that, whatever that,
whatever that might be in yourbusiness, and then we're going
(05:57):
to look at the data and see ifwe've done well with all these
others and we're going tocelebrate the win.
So that's the reason why wekind of put them one through
seven in that order.
Speaker 2 (06:06):
Yeah and Benji, I
think that's a perfect
explanation of what our corevalues are and what we want to
do is just kind of share.
I mean, I don't think we canbreak down like all seven of
them, but we're each going toshare just like what our most
favorite one is.
And I think, to set this up,guys, I mean obviously can we
just agree that the mostfavorite is Honor God.
Speaker 3 (06:28):
Oh, absolutely yes.
Speaker 2 (06:29):
Of course, sure, so I
don't know that we need to
break that one down.
That's pretty self-explanatory.
But we are going to put Godfirst in everything that we do
and that's going to lead usthrough our decision making of
what we do in our organization.
But my favorite one happens tobe Relentless Execution in our
organization.
But my favorite one happens tobe relentless execution.
(06:49):
Okay Now, why do I likerelentless execution?
It's because I think a lot oftimes we can sit around and talk
about a lot of things, we canbrainstorm and I'm listen, I'm
all about a good brainstormingsession, right, but at some
point you have to start gettingthings done.
We can talk about it to death,but we got to start getting
things done.
(07:09):
I think we've talked aboutworking genius here before, and
that really speaks to my.
Working genius is with tenacityand galvanization.
I just like seeing the list andmaking sure that things are
getting done, or leading aproject or making sure that,
whatever the top objectives ofthe organization are for the
(07:31):
year, I want to make sure thatthose are being executed.
We've quoted a lot of people onthis podcast, and one of the
guys we've quoted is James Clear, who wrote Atomic Habits.
But he says look, you don'tneed more time, you just need to
decide.
Speaker 1 (07:49):
Yes.
Speaker 2 (07:50):
I mean, how much
truer is that you don't need
more time, like a lot of times.
I think that and we actuallyhave this embedded in one of our
core values with like how do welive this out, or what does
this mean Is, if you guys haveever heard of analysis,
paralysis, like we can look atthe information or look at the
data and we can just wait andwait and wait and at some point
(08:12):
you just got to decide, at somepoint you just have to move
forward and then, when you domove forward, then you just that
relentless execution.
Here's what that means is thatevery single day John Maxwell
says that success is found inyour daily agenda Every single
day that we are going to decideto make sure that we're
executing that day, becausethat's going to feed to the week
(08:34):
and that's going to feed to themonth and, um, you know, we
quote Greg Craig Rochelle a loton this podcast, and he says
Craig Groeschel a lot on thispodcast, and he says discipline
is choosing what you want mostover what you want now.
Okay, so just think about thatis what do we want?
What are we trying to do, whatare we trying to decide?
(08:56):
And that's the outcome.
So we're making decisions todaybased off of what we're wanting
at some point else in time.
So, guys, that was my favoriteone.
I mean, obviously we've gotseven.
They're all my favorite, right,right, I like that one, the
best.
Speaker 3 (09:13):
But what do you guys
see?
I tell you, mine is win as ateam.
I mean we're going to have anepisode coming up here in a few
weeks about how to be a bettercoach.
How can we, as owners andmanagers, be better coaches?
Because I think a lot of timeswe get caught up in.
Well, you need to do one, two,three, four, five for your job,
and a lot of owners and managersdon't do a good job of just you
(09:35):
know.
They set the expectation, butthey never celebrate with their
team when they do have wins.
That's the thing I love aboutour team is we have these Google
reviews.
It makes people feel good whenthey see their name posted on
something that a customer saidman, that you did a great job.
You know whatever that is, andI love celebrating those wins.
I love.
I love encouraging peoplecelebrating those wins.
(09:58):
I love encouraging people.
I love trying to make sure thatthey're doing the best they can
and also rewarding them forwhatever that may be.
After the fact, I love the winas a team is probably my
favorite, brady.
Speaker 2 (10:07):
That's good, that's
good.
And, adam, you're kind of onthe outside, but you were on the
inside.
Speaker 1 (10:12):
I mean I am, but I
mean the good thing is still
when I, when I come, you know, acouple of times a month, I
still feel like I'm part of theteam, which is great.
So I'm still there and get tosee it.
But mine, mine's people, first,I mean you.
You know me.
Culture is important to me.
I've worked for severaldifferent companies.
I've worked for some that hadreally bad culture, like just
(10:33):
really bad.
You know, I had a very actuallyit was funny before I worked, uh
, with the two of you, I workedfor another company that was
also a franchise type don't, andit's being on opposite ends of
the spectrum, seeing whatownership that is, as far from
honoring God all the way towhere you guys do everything in
it.
I've experienced that.
(10:54):
So for me it's always been that.
But that goes back to myworking genius.
I'm an IE, I mean enablement.
You know I derive joy fromworking with others and doing
these things and having teamcollaboration.
That's always important to meand I want to be a part of that
when I do and I feel that way.
That's why I still work withyou guys on a monthly basis,
(11:16):
because I still feel that way.
I can tell you at the churchit's like that and the reason
that that's always been soimportant to me as an employee
or anything, it's just becauseand I may have said on the
podcast before, but you'realways with these people that
you work with almost more than Iam my own family.
I mean I have both of you inlike my top text messages.
Speaker 3 (11:43):
Oh yeah, all right.
All right, favorites list on myphone.
I know Cause I talk to y'allall the time VIP, VIP.
Speaker 1 (11:51):
I have a, you know,
we have a group for the podcast.
So you know, it's like I talkto you guys way more than that,
and not just the two of you, butthe people I work with, because
I have to.
Like you said, Benji, we haveto win as a team and when we
have, you know, if we have anegative review, come in.
That we've got to figure out.
You know, where did we go wrongor is there something the
customer's missing, or whateverthat is, we have to work for
(12:13):
those.
So for me, when, as a team,people first, it's always that,
for me, more than anything, it'sjust I just want to be a part
of something that feels largerand that I enjoy doing every day
, Right.
I mean, Mark Twain said if youdon't enjoy what you're doing,
you know if you enjoy it, you'reworking, you're not working
Right.
So that's what I've always forme so well.
Speaker 3 (12:34):
I think Brady too.
To Adam's point, I think thatour, our employees I know you're
going to talk about this in asecond they're buying into what
the what our core values are.
I mean, I hear it around theoffice and if you look at the
order, you know after we didthis, sometimes you look back
and you go why did we?
Oh, that's why we did that.
But if you look at the order, Ithink by honoring God, then it
(12:55):
takes people, then owning it,doing it with excellence,
relentless execution.
Look at the data, celebrate thewins.
It's just a constant cycle,because what that does now is
it'll actually help yourbusiness recruit other people.
If you dive into your corevalues, whatever they may be and
, by the way, you're welcome touse ours, no problem, we'll send
you a few.
(13:15):
Feel free to still.
We'll send you a feel for.
Feel free to still.
Yeah, if you want to take achart, we'll send you a chart.
You can put your company logoon it.
They'll think you came up.
No problem, we'll do it.
Whatever we need to do to helpyou and go ahead.
I'm sorry.
Speaker 1 (13:26):
I was just.
I think the caveat to that aswell is ensuring that the two of
you, as owners, are pushing itthe way that you do, right, like
anybody that's listening, thatis a business owner.
We said it on part one.
You know, brady, you talkedabout you have to live what
you're doing, so your employees,your staff, are seeing it, and
(13:47):
I mean you've shared a littlebit about how you know you send
out weekly shout outs that arerelated to the core values.
Speaker 2 (13:56):
So let's break that
down a little bit.
Adam, yeah, let's talk aboutthat.
How does that look?
Because when we came out withthe other core values, we made a
huge mistake, really bigmistake.
And the mistake was that, and Iguess and I'll speak for Benji
too but we were kind of naive tothe fact of, okay, hey, we've
(14:19):
got these core values, noweverybody should just know them.
Right, everybody should justlive them out.
I mean, it's our core values,it's what we do, and what we did
was we shared it, yes, with theleadership team, and then we
stopped, and so I'm going toshare with you guys how we've
done that a little bitdifferently this time and we've
(14:40):
as, as you guys are saying,we've already started seeing
some of the effect of it.
Um, it's still early, right,cause we just, we just really
rolled these out.
What I think, what been youthree?
to three months ago, somethinglike that Long at all.
But what I'm what I'm beginningto hear is I'm beginning to
hear in conversations withpeople that they are using these
(15:01):
core values.
Well, hey, we didn't pursueexcellence with that.
Hey guys, we're not winning asa team with this one, and so
what we've done is we've takenthe core values and, yes, we've
done training with ourleadership team, but we're
actually taking that down toevery single person, almost
individually in the organization.
Okay, and I was in a meetingtwo Fridays ago and somebody
(15:27):
that's been with our team, ourorganization, for about eight
years said and we were in ameeting talking about core
values, there's a group of fiveof us said and we were in a
meeting talking about corevalues, there's a group of five
of us and, um, and he said thisis the way that y'all are doing.
This is different.
And I was like okay, tell me,tell me a little bit more.
Yeah, I'm like, uh.
(15:48):
So I said I said tell me more.
He said no, this is different,because what you guys are doing
this time you're not justpushing it out and expecting
everybody to grasp it.
You're spending time with usand helping us grasp it.
This is something that we'renot going to give up on this is
something that we're going tocontinue to do.
What we've done is we've reallytaken the core values and we
(16:09):
put it into the life cycle ofthe employee too.
I think I've told this story andI'll tell it again, but one of
my mentors, russell Hayden,who's my C12 chair, when I first
met with him, he said hey, doyou have core values?
And I was like yeah, absolutely, who doesn't?
He says well, show them to me.
And I was like well, I got itright here.
(16:30):
Yeah, I got them right here.
So he began to explain that ifyou don't have core values that
are written down and that aretrained and you're not using it
in the life cycle of an employee, then you really don't have
core values.
And I said well, help explainto me what that looks like.
What does that mean?
He said are you talking aboutit during the interview process?
(16:52):
And I was like nope.
When you have a coachingsession with an employee that
you have to coach them on, theyweren't doing something so good.
He said is your coaching formrelated to your core values?
I was like nope.
When you do your performancereviews every single year, are
(17:14):
the performance reviews, areflection of your core values,
and I was like nope.
So I'm like nope, nope, nope.
So all these things.
So what we've done this time iswe have put those in every
single aspect of what we'redoing.
We're talking to candidates orpeople that we're interviewing,
we're reiterating core values.
Adam, you've helped us createsome videos that we're sending
out to candidates and things ofthat nature.
(17:35):
We're talking about it incoaching sessions, it's being
talked about in meetings, it isthe annual performance review
for an employee.
So they really can't get awayfrom it, they can't hide from it
.
And we've got, like we said,we've got posters up I hate to
say it on here, but it's infront of the urinal, like when
(17:57):
you're you know how much abetter place can you have it?
Like staring at you, staring ata wall.
Speaker 1 (18:04):
You're staring at it.
Speaker 2 (18:05):
That's right.
So you're staring at the corevalues.
But once you start doing that,so you can't.
Just I'd encourage you guys,don't just put them out there
and expect your team to to learnthem by osmosis.
You've got to get in, dig indeep and um, and that's where
they're really gonna to, to seethe, that's where you're going
(18:25):
to see the magic happens.
You know, again, we've we'vequoted Patrick Lencioni on here.
He said that the health of anorganization is the single
greatest competitive advantage,is the single greatest
competitive advantage, and Idon't think that we had as good
of a culture as we are beginningto get, and I don't think it's
all the way there yet either.
But we are doing things so muchdifferently.
(18:48):
This go around and you learnfrom what you did before.
So that's where we're beginningto see signs of and early signs
, right, early signs ofrealignment within the
organization, because now you'vegot people rallying around
these seven, which they're easyto remember, yeah, you know.
So I mean, what are you guysseeing on your end?
Speaker 3 (19:11):
I see people, brady,
and I hear people walking around
, you know, you hear thedivision managers doing their
meetings, whatever, andemployees are starting to like
catch on one through seven andthey're spitting them out
because they're easy, they'retwo to three words a piece,
they're not, they're not hard toremember.
Um, I do agree that therecognition that we've done, I
think, has taken us to anotherlevel.
Uh, I think that the not justthe recognition, but the
(19:33):
employees are seeing the valueand how they can tie back to the
core value in any of them, youknow, whatever, and they're
getting celebrated for it.
So I think it's, I think it's,I think it's awesome.
Speaker 1 (19:42):
Yeah, I think it.
I think it says a lot to youknow, some of the video projects
that we're still working on.
You know, like you're talkingabout Brady getting something
out to potential candidatesright, Like you're letting them
know from the start, like, hey,before you even apply, yeah,
this is who you're about to stepinto, this is what you're about
to step into, and I think,especially in today's culture,
(20:03):
that's important because, I mean, people knew, from the day that
they stepped foot into yourbuilding to be on your team,
like we honor God and it's, Imean, even before that was the
number one culture.
It's always been the number one, the number one core value, if
that makes sense.
Like that, it's always beenthere.
So you knew what you weregetting into, you know so, and I
think that's important becauseit lets somebody know hey, we
(20:27):
are a faith-based organization,we treat our work this way and
we believe in honoring God inevery step we do, whether that's
with a customer, we're going tobe honest, we're not trying to
cut corners, we're not trying tomake extra money.
Like we're going.
We believe doing it the rightway, God will honor that and
he'll honor our business, and soI think that's huge as well for
(20:48):
any business owner that'slistening, being upfront with
that from the start.
And it's here's the thing.
Your core values are not asecret sauce, right?
Like it's not to me.
There's nothing to hide from it.
It's not trying to keep likehow we sell jobs or how we
operate behind the scenes.
I think your core values, it'ssomething up front and center
(21:10):
that people should be able tosee and know hey, this is the
company that we choose to be andthese are what we value, not
just for our team but for ourcustomers as well.
And I think that says a lot.
I think that helps you.
And it's going to find people.
It's going to weed out thatprocess, right, You're going to
find people that are going tosay you know what, that's what I
(21:33):
want to be a part of.
You're going to find people thatare going to say you know what,
that's what I want to be a partof and that's where I want to
be at.
And it's going to weed outthose that are like ah, you know
, and it's fine If you havesomebody that's like you know,
honoring God, it's not my, youknow, it's not what I want to do
, that's you know if that's whatyou want to do, that's fine.
But it and then they're like,well, I don't want to do any of
this.
Like, hold on, this is from thestart, this is who we are.
(21:54):
So I think you're just talkingabout realignment and having
those early signs.
I think that's very importantfrom the start, to share that
with anyone, even if they're noton your team yet.
Speaker 3 (22:07):
Yeah, and Adam, I
would add to that too.
I mean, I know you guys seethis, this is totally off topic
what I'm going to talk about,but it relates back to what the
Lord is doing, I think, in notjust our country but in the
world.
I mean, you look at AmericanIdol.
I know you guys may or may notwatch American Idol.
This is the first season.
I think they're in season like24 or 25 or something.
(22:28):
They're doing an Easter specialLike a worship night.
Right, it's a three-hourworship night, american Idol.
When would you have ever seenthat before?
I think the younger generationto your point, what I was
getting at they want to be apart of something like this.
They want to find value.
(22:49):
Brady I think it was Russelldid a meeting with us last year
at some point and he talkedabout the generation curve of
the different age groups, thebaby boomers and the Gen X and
Gen Z, whatever and he said whatwe're hearing is these new
people coming into themarketplace.
They want to find a place to goto work that they can bring
(23:12):
value to and that they can.
They can.
Honestly, they have somethingto look forward to.
That's what they're wanting.
They want to be trained, theywant to be shown and I think if
your company can come up withyour core values to to be able
to recruit those people that youwant a part of your team,
people will do what they.
People will buy into yourculture.
(23:33):
That's the truth.
It's with any sports team, it'swith any business.
They will buy into your cultureand they also buy into vision,
whatever the vision of yourcompany is.
So you take these core values,make them your own inside of
your business and again, like wesaid earlier, reach out, send
us a text.
You heard some we read today.
We'll be glad to get these toyou.
Just give us an email address,we'll get these to you.
(23:55):
But this is important stuff,especially this new generation
coming into the work field.
Find a place that they can fitin.
Speaker 1 (24:03):
And that's something
and it's completely different
from an off topic, from corevalues, but that's something
we're looking at right now, evenwith the church, we're trying
to develop our marketingstrategy for the church, and I
know that sounds funny to saythat I get what you're saying.
Yeah, you kind of might Likeyes, one of the things we're
going through right now isgetting to the point where we
(24:24):
are going to do some onlinemarketing, whether that's
through pay-per-click ads,whether that's through social
media ads.
We're talking through thatprocess right now.
What it looks like.
But what we're looking for is astrategy that people are
looking for things and we're nottrying to just market hey,
church is near me or somethingwe're trying to market.
Are you do you have, is therethings going on in your life
(24:45):
that you're dealing with?
Like, are you struggling as aparent?
Are you struggling as a singleparent?
Are you working through thesefindings here?
And that's the type ofmarketing that's bringing people
to the church is that we'retrying.
We're not trying to just say,find a church.
We're trying to say, hey, youhave specific things in your
life that you're dealing with,find that here.
And it was just going to whatyou're talking about Culturally.
(25:06):
People are looking for that,and it's not just what they're
doing on the weekends.
They're looking for that.
What they're doing on theweekdays which is why they're
nine to five or what you know,they're working their night job,
whatever it is they're lookingfor somebody that they're not
just experiencing it Sundays orover the weekend.
They're experiencing it all thetime, and so that's why some of
(25:28):
those things are so importantto have.
Speaker 3 (25:30):
Yeah, that's good,
that's good stuff.
Yeah Well, why some of thosethings?
Speaker 2 (25:32):
are so important to
have.
Yeah, that's good.
That's good stuff.
Yeah Well, adam, you want to.
You want to bring it home forus.
Speaker 1 (25:35):
Yeah, so all right.
So just real quick.
So I wrote down a question Ihave for you guys.
So we've got, we've got some,we've got some business owners
listening.
You know this is a big episodefor someone that's trying to
create those values.
So what I wrote down is thiswhat would you say to a leader
who's listening, who knows theirvalue's not working?
(25:56):
That's how I want to bring ithome.
I want y'all to tell us todaythey're right now, they're
sitting listening, like, allright, our values are not
working, our people are notbuying into it.
If they were to sit down infront of you for coffee and say,
Benji Brady, they're notworking, what do I do?
How would you help that?
Speaker 3 (26:13):
you, brady.
They're not working.
What do I do?
How would you help that?
I'll start now, because Bradycan probably bring this part
home.
I think that the hardest thingfor an owner or a leader to do
is admit that their values arenot working.
That's the hardest thing.
I mean, brady and I have beenin the same seat.
It was very difficult for us toadmit that our 22, he mentioned
(26:34):
core values were just.
We just thought they weresomething that was a part of our
family, dna, whatever, and wehad to come to the realization
it's just not working.
That's the hardest thing.
The second thing is the secondhardest thing is to sit down in
front of someone else and letthem know that it's not working
and then, once you, once you'reable to get that across the
(26:56):
finish line, then the last thing, and then I'll let Brady take
it from here.
I think it's the hardest thingto re-implement those values,
because it's it's easy to comeup with them, but it's hard to
like restart the process again,cause some people think am I
going to fail If this doesn'twork again?
Is it not going to be the best?
You know, whatever those thingscould be?
So that's, that's what I'd liketo point out to this is it's
(27:19):
one hard to mention, hard toadmit that you have your values.
Don't work.
Second, it's hard to sit insomeone in front of someone else
.
And third, it's hard to restartit, but I can promise you
leader out there listening If torestart it.
But I can promise you leaderout there listening if you can
do that, what Brady's?
Speaker 1 (27:35):
going to talk about
will work.
Pride and humility is what itsounds like you're saying.
That's exactly right, it's ahuge part of being a business
owner.
Speaker 2 (27:40):
It's hard to admit
that you're wrong sometimes or
all the time, yeah.
So, yeah, what I would say,adam, is and I think we really
saw this come to light but ifyour core values are not working
, then you got to go back andlook internally.
You got to kind of unpeel theonion you know and see what's
(28:05):
inside, but go back to the coreand if your values are not
driving behavior, they're justnoise.
Yeah, it's just noise that'shanging out there.
So I think we've given you guysa lot to think about today or
in the last episode and in thisepisode.
But what the core values haveto be if they're going to be
(28:32):
effective is if they have to bea living, breathing document.
It can't just be something thatyou talk about in a meeting or
just put up on a wall.
It's got to be a living,breathing document.
And so you're having to livethem, benji, and I have to live
them first.
Our people are not going tolive them unless we live them.
So I want to leave you guyswith two quotes, and I have no
(28:54):
idea who actually said thesequotes, but I was like, wow,
these are.
These are really good.
Tomb of the unknown brady.
The tomb of the unknown one isculture is alive.
It either grows or it decays,and you can't drift into
excellence oh, that's good,that's good.
You don't drift into excellenceoh that's good, that's good.
You don't drift into excellence, it's like on purpose.
(29:15):
That's why relentless executionis one of ours, because you
can't just meander intoexcellence.
It's something that you have todo.
And then, culture isn't built ina meeting.
And listen, you guys know, Ilove a good meeting.
Death by meeting.
I love a good meeting.
Death by meeting.
I love a good meeting.
Death by meeting.
It's a good book, by the way,patrick Luciani.
But culture isn't built in ameeting, it's built in moments,
(29:39):
and so it's the moments that welive out every single day.
And listen, one of the hardestthings for a leader and we
actually had this as a part ofour.
I don't think we put it in thenew one, but it's just kind of
one of those things.
That's a master assumption, ifyou will.
But as a leader, more is caughtthan taught.
Yep, okay.
(30:00):
So people are looking at uslike okay, I want to see how
these core values are living out.
How are they living them out?
And if they're not living themout, then why should I live them
out?
And that's tough, because it'shard, it's difficult, it's
challenging to do that on a dayto day basis, but you have to
put that in and keep them infront of you and do your best to
(30:21):
live those out on a day to daybasis.
It's not going to mean you'regoing to be perfect at it, but
at least you're trying.
Speaker 3 (30:28):
That's good.
No, that's good, and I want totell you guys this too you're
trying.
So that's good, no, that's good.
And I want to tell you guysthis too.
You know we we talk about.
Obviously, number one is honorGod.
We want to let you listenersknow that we have a prayer uh
time once a month.
It's 12 o'clock.
Third Thursday of the month.
We're going to be streamingthis.
Adam and I talked about it afew weeks ago.
We're going to be streaming itonce a month on our YouTube
(30:49):
channel.
Feel free to dial in if you havea request.
I mean, we're in 87 countriesor 88 countries across the world
.
Now, look, it doesn't matter.
Dial in and we'll make therequest anonymous.
We'll pray over them.
We'd love the opportunity to dothat with you, and that's the
whole reason behind HireUp.
Again, you know you guys canconnect with us on any social
(31:09):
channels we have out there, butwe hope these core values have
kind of brought home.
Maybe, maybe it sparked amoment in your life where you're
like you know I need tore-energize this, as Brady and
Adam were talking about, butwe'd love the opportunity again
to pray with you on that.
Call.
It's also on our LinkedIn.
You'll see it on there as well,a higher up podcast.
But you can connect with us,but look we.
We just appreciate all of youlistening in every single week.
(31:31):
We appreciate the feedback thatyou give us, the ideas that you
give us and, with that beingsaid, go out and choose to live
a higher up life.
See you next time.